►
From YouTube: Staffing Matters and Urgency Committee, 14 December 2020
Description
AGENDA
1. Declarations of Interest 00:00:27
2. Exclusion of Press and Public 00:00:48
3. Minutes 00:01:36
4. Public Participation 00:01:56
5. Changes to Membership of Committees, Joint Committees administered by other Councils, Regional Local Authority Bodies and Other Bodies 00:09:20
6. Proposed structure Corporate Leadership Group (CLG) 00:10:50
7. Pension or Exit Discretion 00:55:52
8. Work Plan 00:54:45
For full agenda, attendance details and supporting documents visit:
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=120&MId=12467
A
Hello,
everybody
and
welcome
to
the
staffing
matters
and
urgency
committee
of
the
14th
of
december,
just
a
quick
welcome
to
members
and
officers
taking
part
in
the
meeting.
Our
public
participants
today
and
anybody
watching
live
at
home
or
or
afterwards
you're
very
welcome
the
first
agenda
item
and
that
we've
got
as
everybody
is
here.
There
are
no
apologies
to
to
give
is
declarations
of
interest
so
I'll
just
give
an
opportunity
for
anybody
to
declare
any
interests.
A
A
Thank
you
very
much.
That's
a
clear
majority
in
favor
of
accepting
that
and
agenda
item.
Three
is
the
minutes
of
the
previous
meeting
that
are
on
pages
one
to
four,
just
to
give
anybody
an
opportunity
to
raise
any
issues
and
with
the
minutes,
if
not,
if
I
could
see
those
in
favor
of
accepting
the
minutes.
A
Thank
you
very
much
again
clear
majority
in
favor
of
accepting
the
minutes,
and
that
then
takes
us
on
to
agenda
item
four,
which
is
public
participation,
and
we
have
two
registered
public
participants
who
are
very
welcome
to
today's
meeting,
both
registered
to
speak
with
regards
to
the
proposed
structure
of
the
corporate
leadership
group.
Our
first
speaker
is
janet
o'neil
and
janet.
You
have
three
minutes
to
talk
to
us,
as
I'm
sure
you
know
welcome
and
over
to
you.
B
Yeah:
okay,
my
name's
janet
o'neil,
I'm
a
chartered
town,
planner
and
past
president
of
the
royal
town
planning
institute,
which
has
25
000
members,
I'm
part
of
the
york-based
planning
team
who
are
regularly
users
of
the
council's
planning
service.
Indeed,
we
are
the
most
regular
participants
in
the
planning
service
for
medium
and
large-scale
developments.
B
We
represent
clients
who
are
significant
in
the
economy
of
the
city,
particularly
in
the
residential,
commercial
and
higher
education
sectors
of
the
economy,
that
we,
by
definition
our
clients
as
well
need
is
an
efficient
and
effective
planning
service.
The
economy
of
the
city
is
expected
to
be
under
severe
strain
over
the
next
few
years.
Council.
Support
for
positive
economic
initiatives
will
be
vital
for
the
benefit
of
residents,
businesses,
the
service
industry
and
many
others.
An
effective
planning
system
is
fundamental
to
delivering.
The
council's
economic
ambitions
represent
one
of
the
partners
in
europe.
B
B
We
have
great
respect
for
our
planning,
colleagues
in
the
council
and
understand
the
difficulties
they
are
operating
under.
These
teams
need
a
senior
town
planner
to
lead
them
to
give
them
guidance
and
support
to
share
their
own
experience
with
those
with
less
experience
advising
on
major
planning
appeals,
judicial
reviews
and
dealing
with
government
comes
with
such
experience.
B
B
The
city
has
a
very
small
local
plan.
Team
sessions
at
the
examination
in
public
last
year
had
representatives
for
dozens
of
interests
wishing
to
contribute
to
the
debate
most
had
professional
agents.
Adoption
of
a
sold
log
solid
as
a
sound
local
plan,
has
many
hurdles
yet.
Issues
of
green
belt
strategy
and
housing
provision,
not
to
mention
economic
strategy,
are
yet
to
be
reconsulted
on
and
debated
in
order
to
assist
assist
the
inspectors
in
reaching
their
conclusions.
B
We
don't
anticipate
a
local
plan
being
adopted
within
the
next
two
years.
If
the
council
sees
the
benefits
of
having
an
adopted
local
plan,
the
last
thing
to
assist
with
this
is
to
remove
a
senior
planner
from
the
head
of
the
team.
This
small
team
will
have
many
inquiry
sessions
to
prepare
evidence
for
and
present
to
the
inspectors.
A
C
Me
we
can
yes,
okay.
This
is
a
tough
one.
I'm
sorry!
Thank
you,
sir.
I
recognize
this
silence.
Report
presentation
isn't
standard
with
no
software
options
analysis.
I
recognise
that
I'm
also
wasting
my
time,
but
here
goes
in
common
with
what
we
expect
under
the
floyd
leadership.
There
is
no
rationale
or
purpose
articulated
for
this
incoherence
and
incomplete
report.
C
C
C
C
This
level
of
control
is
now
dangerous.
You'll
note
that
the
two
main
delivery
functions,
people
and
place
have
been
marginalized,
with
only
two
of
the
nine
positions
on
the
corporate
management
team.
The
rest,
virtually
all
administrators
from
employees
department,
to
consider
adding
further
responsibilities
to
the
monitoring
officer
at
this
time
defies
all
logic.
Her
current
portfolio
is
not
performing
at
all
well,
so
I
think
new
strategic
responsibilities
is
at
best
on
why
this
failing
council
house
section
to
the
already
challenged
regeneration
department,
risks
materially
harming
the
service
to
the
tenants.
C
It
decides
logic
as
a
policing
of
the
very
lucky
climate
change
assistant
director
under
the
direction
of
the
council's
lawyer
chair,
the
deletion
of
the
ap
planning
function
should
have
been
clearly
rationalized.
Also,
the
planning
and
local
planning
function
is
savings,
so
it
seems
illogical
that
so
many
huge
projects
and
local
plan
in
play
that
management
be
reduced,
see
no
russian
alphabet
hopes
to
be
deleted,
even
if
the
incumbent
supposed
to
be
an
issue.
C
A
Thank
you
very
much.
Your
comments
will
be
noted
and
will
be
taken
into
account
when
we
get
to
the
agenda
item
and
later
today,
and
thank
you
very
much
that
then
takes
us
back
to
the
agenda
and
thank
you
to
the
two
public
speakers.
The
next
to
gender
item
is
gender
item,
five,
which
is
changes
to
membership
of
committees
and
outside
bodies,
which
is
included
on
pages
five
to
eight
and
I'll
hand.
Over
to
jamie.
D
D
There
is
another
one
that
has
been
referred
to
me,
but
I'm
afraid
I
just
missed
the
details
in
the
report
and
the
additional
change
is
that
council,
the
widowson
is
to
replace
councillor
air
as
the
chair
of
the
shareholder
committee
and
the
reason
for
this
being
that
councillor
air
has
a
conflict
of
interest
by
virtue
of
being
a
director
of
verito
and
so
therefore,
is
unable
to
chair
this
committee.
So
that
is
my
additional
request
to
change
for
this.
For
this
committee
to
consider
which
I'm
happy
to
answer
for
any
questions.
A
Thank
you
very
much
open
that
item
for
any
questions
or
comments.
If
not,
we
have
the
the
recommendations
in
front
of
us
between
pages
five
and
eight,
with
that
additional
appointment
change
that
that
janey
has
just
told
us
about.
Could
I
see
all
those
in
favor
of
accepting
those
recommendations?
Thank
you
very
much.
E
E
I
think
just
to
set
out
in
terms
of
actually
reaching
this
point.
We
have
consulted
widely,
so
all
chief
officers
have
been
provided
with
a
range
of
opportunities
and
that's
included
one-to-one
discussions
with
myself.
All
heads
of
service
were
also
sent.
Proposals
were
asked
to
comment
and
all
group
leaders
were
given
a
briefing
and
the
opportunity
to
feedback
any
further
comments.
E
Those
has
very
much
been
a
forefront
because
most
of
those
challenges
are
not
simply
addressed
by
one
individual
header
service
or
one
individual
assistant
director
to
meet
those
challenges.
You
have
to
look
across
the
whole
of
the
council
how
different
parts
work
together,
and
that
leads
to
my
second
so
overarching
issue,
which
is
culture
and
in
many
respects
the
culture
of
the
organization
is
more
important
than
the
structure
itself.
E
E
I
think
just
worth
picking
up
on
the
issues
in
terms
of
planning
and
the
local
plan
stress
that
this
does
remain
a
key
priority.
A
new
director,
clear
will
have
a
role
to
play
and
very
much
for
a
commitment,
as
first
speaker
talked
about
to
ensure
our
plan
service
does
remain
effective
and
the
next
stage
where
we
look
at
header,
service
structures
and
the
resources
supporting
that
we
will
very
much
look
at
the
planning
team
and
ensure
they
have
got
sufficient
resource
to
deliver
upon
a
local
plan.
E
E
If
we
don't
do
that,
because
financial
pressures
end
up
affecting
the
rest
of
the
council
and
in
many
respects
having
a
strong,
financially
stable
directorate
of
people
is
really
important
for
the
rest
of
the
council
in
terms
of
being
able
to
invest
money
and
that
investment
is
even
our
revenue
budget,
but
also
in
terms
of
being
able
to
invest
on
a
capital
project.
To
then
support
the
economy
and
to
very
much
build
back
better
in
terms
of
your
coming
out
post
pandemic.
E
As
I
say,
structures
are
only
one
part
of
this.
The
how
the
organization
works
together
is
equally
important
and
there's
a
diagram
set
out
on
page
24,
just
above
power
52,
which
just
shows
you
an
example
in
terms
of
how
customer
communities
in
public
health
would
need
to
work
closely
and
very
much
be
working
at
the
heart
of
the
work
that
goes
on
in
people
and
place
directorates.
A
A
My
only
question
which
I
was
going
to
ask
ian
and
trudy
to
talk
about
a
little
bit
more,
was
and
given
the
the
representations
at
the
at
the
start
and
from
those
that
I
just
mentioned,
and
one
of
the
bullet
points
on
paragraph
four
which
ian.
I
think
you
started
to
explain
with
the
two
new
director
roles
and
talk
about
a
strengthened
head
of
service
structure,
particularly
there
with
reference
to
planning,
and
I
wondered
whether
you
could
tell
us
a
little
bit
more
about
that
about
time.
A
E
Yeah,
I
can
start
on
that.
I
think
it
is
important
to
recognize
you
know.
The
next
level
down
is
equally
as
important.
Clearly
and
in
many
ways
the
next
level
down
does
need
some
review,
because
in
in
certain
areas,
it's
probably
not
as
strong
in
terms
of
the
level
of
resource
that
we
need
to
really
deliver
upon
priorities.
E
So
planning
would
be
one
area
where
we
would
obviously
look,
but
that
would
equally
be
done
across
the
whole
of
the
council
in
terms
of
the
structure
that
you
need
to
effectively
support.
Those
director
roles
is
absolutely
important,
and
we've
already
asked
the
existing
corporate
directors
to
have
a
look
at
their.
E
We'll
be
discussing
that
further
in
the
coming
weeks,
so
I
envisaged
that
will
take
place
happen
and
then
move
to
sort
of
progress,
consultation
early
in
2021
and
certainly
with
a
view
to
have
that
structure
in
place.
You
know,
by
sort
of
you
know,
early
made
2021
and
I
think
on
you
know.
The
local
plan
has
been
mentioned.
You
know
that
remains
an
absolute
priority.
We
will
commit.
A
F
F
So
so,
obviously,
whilst
we've
done
and
ian's
already
identified
a
lot
of
the
consultation,
that's
already
gone
already
happened
prior
to
putting
these
options
forward
and
a
recommendation,
and
it
will,
depending
on
the
decision
tonight,
of
staffing
as
an
urgency.
We
will
then
need
to
formally
consult
with
all
the
staff
involved
and
following
the
normal
hr
processes
without
so
stuff
will
be,
and
it's
all
detailed
in
the
in
the
timeline
in
the
report.
F
H
Thank
you
chair.
Oh
you've
asked
one
of
my
questions,
so
that's
great.
I've
got
one
question
and
then
I
may
come
back
for
some
comments.
If
that's
all
right
sure-
and
I
I
don't
mean
to
be
uncomfortable
with
this
one-
I'm
sorry
I've
not
spoken
to
any
officers
about
it
prior
to
now,
but
I
did
just
want
to
flag
up
the
issue
around
the
authoring
of
the
report,
which
I
I
understand
it's
been
raised
with
me,
so
I
I
I've
I've.
H
I've
agreed
to
raise
it
tonight
at
the
meeting
just
for
explanation
really
around
the
digital
authoring
of
the
report.
I
I'm
fully
aware
that
this
consultation
with
elected
members
and
executive
members
as
well,
but
the
way
that
the
digital
authoring
of
the
the
document
in
in
the
report
would
suggest
that
a
first
draft
or
or
a
first
draft
may
well
have
been
started
or
initiated
by
an
executive
member
rather
than
a
council
officer.
I
just
wondered
how
that
that
might
have
happened.
C
E
E
F
Yeah,
so
I
think,
update
on
that,
I
think
I've
I'll
have
previously
used.
I
used
a
previous
template
as
well
as
I
do
with
many
of
the
reports
as
well.
So
that's
what
we
think
is
where
the
digital
kind
of
authoring
has
come
from
and
again
what
ian
said.
We've
had
a
lot
through
the
consultation
of
people
sending
in
comments
on
reports
and
subtract
changes
and
comment
on
kind
of
the
boxes
technically
because
we're
all,
obviously
not
in
the
office
and
everything's
done
remotely.
F
G
So
I
suppose
the
question
which
was
posed
by
janet
o'neil
was
just
in
terms
of
at
the
appropriate
level,
which
you
seem
to
be
suggesting
would
be
the
head
of
service,
which
is
obviously
below
the
director
and
whether
it
would
be
a
qualified
if
a
qualified
town
planner
would
who
would
head
up.
That
particular
element
would
be
where
that
expertise
would
sit
rather
than
with
the
director.
G
I
mean
appreciate
that
you
know
directors
can't
can't
be
qualified
in
necessarily
in
all
the
areas
that
they
manage
and
but
I
think,
there's
important
to
to
reassure
people
that
there
is
going
to
be
somebody
with
that
level
of
expertise
in
the
same
way
as
I
would
hope
that
the
environment
and
the
transport
would
equally
have
suitably
qualified
and
experienced
staff
to
head
them
up
under
that
once
we
get
to
that
level
of
reorganization.
So
I
don't
know
if
you
can
comment
on
that
through
the
orien.
E
Yeah,
I
can,
I
can't
initially-
and
you
know,
truly
make
one
ad,
but
in
in
essence
the
expertise.
You
know
if
you're
an
expert
in
a
particular
field-
and
you
know
many
many
people
who
obviously
get
higher
up
start
with.
Not
all
those
people
have
started
as
an
expert
in
some
form
or
another
due
to
their
sort
of
professional
background
and
clearly
our
structure
similar
to
many
other
councils
very
much.
The
expert
in
that
field
is
the
head
of
service,
and
so
the
head
of
I.t,
for
example,
is
a
head
of
service.
E
We
don't
have
an
expert
and
I
hesitate
without
offending
anybody,
but
I
don't
think
we
necessarily
have
an
expert
at
the
corporate
management
team
in
terms
of
I.t,
for
example,
nor,
probably
and
whilst
trudy's
here
do.
We
have
probably
an
expert
in
hr
at
that
level
really
and
that
the
expertise
on
most
functions
comes
at
the
head
of
service
level.
Now
clever,
some
heads
are
serviced,
who
have
more
wider
general
roles,
but
generally
it's
at
that
level
and
you
know
other
functions.
I
could
name
you
know
in
terms
of
transport.
E
E
But
actually
their
role
isn't
to
be
the
expert.
Their
role
is
to
manage
the
services
to
manage
them
effectively,
and
I
think
that's
the
first
speaker
I
was
saying
what
is
important
is
that
you
get
an
effective
plan
and
function
that
isn't
necessarily
that
you
need
the
expert
at
a
director
level
and
actually
the
role
of
directors
is
a
much
wider
issue
than
being
an
expert.
E
And
you
can
argue
that
if
you,
if
you
try
and
still
be
the
expert
when
you're
the
director
you're,
maybe
not
actually
doing
the
director
role
in
some
respects,
because
you
have
to
provide
more
wider
sort
of
strategic
management.
And
so
yes,
the
next
phase
of
the
structural
review,
is
to
look
at
that
header
service
level.
E
C
A
F
Of
experts
as
well,
we
have
a
lot
of
experts
in
in
in
key
areas.
That
may
also
not
be
ahead
of
service
level.
So
I
think
it's
to
remember
that
actually,
there's
there's
some
experts
in
some
quite
unique
areas,
as
well
as
some
bigger
areas
that
may
also
not
have
that
head
of
service
responsibility
because
of
that
technical
expertise
required
throughout
the
organization.
H
Thank
you
chair.
I
I
I
want
to
thank
ian
and
trudy
for,
for
the
report
of,
of
course,
and
and
also
for
the
conversations
we've
had
about
it.
I
I'm
certainly
not
instinctively,
against
and
and
and
I've
explained
that
I
I
think,
a
new
structure
with
flatter
structures
is
something
that
that
certainly
looks
good
on
paper
provided,
provided
everything
gets
ironed
out
and
public
service
deliveries,
the
the
key
priority
and
and
that
and
that
and
that
works
for
the
organization.
So
you
know
we
want
it.
H
H
H
H
Once
once
we
can
so
supplementary
planning
documents
relate
to
climate
change,
for
example,
are
just
not
developed
and
not
worked
on
because
of
capacity
issues
at
present
and
given
where
we
are
with
the
local
plan.
That's
understandable,
but
don't
want
that
to
be
a
common
feature,
if
you
like.
So
forgive
me
for
the
long
ramble.
H
Those
are
just
my
my
comments
really,
and
I
guess
I'll
finish
it
with
a
question
as
as
you
would
just
to
say
what
breadth
of
expertise
have
we
got
in
planning,
given
these
letters
that
we've
received
today
as
committee
members
and
the
public
speaker
as
well,
raising
that
concern
I'd.
I
really
want
to
understand
that
a
little
bit
more.
A
E
E
Both
of
those
two
people
who
are
clearly
senior
posts
would
be
expected
to
ensure
that
the
functions
that
they
have,
which
are
not
just
planning,
but
in
terms
of
things
such
as
environmental
economy,
transport
highways.
They
will
very
much
have
to
ensure
that
the
structure
beneath
them
is
sufficient
to
be
a
deliver
on
the
range
of
priorities.
E
Now.
Clearly
the
local
plan
and
the
planning
team
is
one
of
those
aspects.
So
structure
going
forward
actually
creates
further,
actually
higher
roles
which
are
covered
in
planning.
It's
that
director's
role
to
then.
You
know
working
with
the
corporate
director
and
myself
to
ensure
we've
got
the
right
resources
to
live
up
to
deliver
on
our
key
priorities
and
clearly
that
going
forward
will
remain,
and
I
am
absolutely
able
to
commit
that.
E
We
will
ensure
that
you
know
planning
and
local
plan
will
be
resourced
effectively
to
actually
get
us
to
a
point
in
the
future,
which,
let's
be
honest,
we
haven't
achieved
in
the
past.
So
you
know
going
forward
is
what
it's
all
about
in
terms
of
that
structure
and
making
sure
we
adequately
resource,
and
that
will
be
a
role
for
the
director
who
covers
planning,
environment
and
transport,
to
make
sure
that
those
key
functions
are
adequately
resourced
and
that
we
deliver
on
what
is
a
stated
council
priority.
E
C
A
A
little
bit
there
are
a
lot
of
changes,
but
actually
the
new
director
of
safeguarding
and
the
new
director.
Obviously,
prevention
in
commissioning
our
new
roles
and,
of
course,
there
remains
an
assistant
director
for
adult
social
care
assistant
director
for
children's
social
care
and
an
assistant
director
for
education.
E
Just
a
little
bit
I
mean,
I
guess,
yeah
it,
it
is
really
important.
We
get
those
areas
right
and
I
think
you
know
just
picking
up
on
councilmars
comes.
I
think,
there's
a
lot
of
really
good
services
within
those
areas.
So
I
think
you
know,
that's
all
you
know,
there's
been
some
excellent
work
and
particularly
during
the
pandemic,
you
know-
and
I
would
pay
tribute
to
the
work
of
people
who
have
supported
us
schools
who
have
supported.
E
I
think
it's
really
important,
though,
and
you
rightly
highlight
the
national
financial
challenges.
You
know
those
ones
that
everyone's
got
but
also
you
know,
we've
got
further
financial
challenges
post
pandemic
and
I
touched
upon
it
early
on
and
when
I
introduced
it,
if
we
don't
get
that
area
right.
E
Actually
it
is
all
of
those
areas.
You
know
elsewhere
in
the
council,
which
potentially
could
suffer
if
we
are
faced
with.
You
know
many
millions
of
pounds
overspend
in
those
areas.
You
are
then
having
to
look
across
the
whole
of
the
council
at
further
reductions
and
that
could
affect
you
know:
environmental
services,
the
work
on
transport.
E
Even
you
know
the
level
of
resource
we
can
shift
into
a
local
plan,
for
example.
So
it's
really
important
that
we
have
a
structure
that
organizationally
works.
Well,
and
you
know
it's
my
aspiration.
Certainly
I
know
I'm
sure
it's
shared
by
many
members
that
we
build
on
the
excellent
work
in
the
people
services
we
sort
out
and
try
and
manage
the
financial
position
there
and
we
aspire
to
deliver
the
very
best
services
we
can,
for
you
know
vulnerable
adults
and
vulnerable
children.
I
And
environment
are
sort
of
clicked
together
because
I
haven't
yet
seen
a
single
plan
that
I've
commented
on
that
hasn't
been
transport
implications
or
unsustainable
transport,
or
something
like
that,
so
the
collegiate
response
and
all
working
together
and
getting
people
who
are
experts
in
all
fields
is
is
really
reassuring
because
it
can
only
make
for
a
better
service.
So
that's
one
thing,
and
the
other
thing
is
that
on
people,
it's
great
that
you've
got
the
children
and
the
adults
merging
in.
I
So
no
one
actually
falls
through
that
gap
as
they
get
to
that
18
19
21
age
and
they
they're
still
held
and
helped
all
the
way
through.
So
I
think
that's
that's
really
good,
too,
and
and
there's
so
many
parallels.
We've
been
looking
at
some
of
the
budgeting
on
that,
and
there
are
some
very
similar
things
with
the
two,
the
adults
and
the
children
that
mean
you
can
learn.
One
can
learn
from
the
other,
so
that's
good
to
be
together.
So
I
just
wanted
to
endorse
that
really.
G
Yes,
I
want
to
support
the
comments
that
in
floyd
has
made
in
terms
of
the
learning
that
we've
gone
through
experienced
during
this
pandemic
and
certainly
very
much
welcome
the
work
in
very
difficult
circumstances
to
support
our
communities
in
the
difficult
times.
But
it
has
also
given
unprecedented
opportunity
to
look
at
different
methods
of
working
and
to
review
our
practices,
which
I
would
hope
in
would
help
to
contribute
to
the
different
thinking.
G
I
mean
the
situation
that
we're
working
with
now
obviously
has
created
extra
difficulties
that
we
might
not
otherwise
have
where
we're
having
to
have
virtual
meetings
rather
than
physical
meetings.
But
nevertheless,
if
we
can
have
a
structure
where
different
departments
are
working
together
as
much
as
possible
and
reflecting
on
the
broader
objectives
of
the
council
to
to
maximize
efficiencies,
that's
certainly
very
much
to
be
welcomed
and,
as
the
paper
says,
the
the
option
would
deliver
savings.
G
I
mean
nobody,
nobody
likes
a
reorganization
at
best
of
times,
but
it
does
give
that
opportunity
for
everybody
to
reflect
on
the
way
that
we
currently
deliver
services
and
the
opportunities
that
a
new
structure
can
provide
for
doing
that
in
a
more
effective
way
and
a
mock-up
more
coherent
which
responds
to
the
new
local
plan,
the
need
to
recover
support,
recovery
of
our
local
economy
and
the
needs
of
in
individuals
who've
been
affected
by
the
pandemic.
So
I
I
welcome
this.
G
A
A
H
A
That's
just
so
jamie
knows
knows
what
to
put
thank.
Thank
you
very
much,
so
that
was
passed
by
by
a
clear
majority
of
the
recommendations
that
are
listed
at
paragraph
82.
So
thank
you
very
much
for
that
to
everybody
and
that
then
obviously
takes
us
on
to
the
next
agenda
item
which,
because
I'm
skipping
a
gender
item,
seven
because
we'll
go
into
private
session
at
that
point,
trudy
you're.
F
F
F
Yes,
so
it's
the
work
plan
for
the
for
the
next
year.
Really
and
apologies-
I
couldn't
I
didn't-
we
were
to
bring
back
the
workforce
demographics
to
this
meeting,
but
obviously,
with
the
the
paper
on
the
structure,
we
felt
it
best
to
give
that
better
place.
Timing
in
january's
meeting
so
that
will
be
published
at
the
beginning
of
january
for
us
to
discuss
at
the
next
meeting
in
the
11th
january
and
then
they're
just
standard
agenda
items
really
with
june
and
bringing
back
the
the
next
workforce.
Demographics.
A
A
Thank
you
very
much
to
everybody
and
that
then
all
I
have
to
say
is
that
there
is
no
urgent
business
under
agenda
item
nine
that
I'm
aware
of,
and
so
therefore
we
can
then
go
back
to
render
item
seven
pension
or
exit
discretion
and
drop
into
private
session.
But
thank
you
to
those
for
joining
and
listening
along
thanks.